Training and developing human resources activities in lavie vietnam

Paris Graduate School of Management Thai Nguyen UniversityINTERNATIONAL EXECUTIVE MASTER OF BUSINESS ADMINISTRATION PROGRAM THESIS TITLE: TRAINING AND DEVELOPING HUMAN RESOURCES ACTIVITI

Paris Graduate School of Management Thai Nguyen University

INTERNATIONAL EXECUTIVE MASTER OF BUSINESS ADMINISTRATION PROGRAM

THESIS TITLE:

TRAINING AND DEVELOPING HUMAN RESOURCES

ACTIVITIES IN LAVIE VIETNAM

Student’s name:

LAM TUAN

Intake I

2012

To be able to carry out thesis in a certain period of time the author hasreceived the dedicated attention, helping, guiding of teachers, the Board ofDirectors and the Company's departments of Lavie Vietnam to help authorcomplete this thesis in accordance with the regulations

I would like to send my sincere thanks to Dr Nguyen Van Thoan, instructorthesis, has instructed me and helped author in all fields to complete the thesis.Our warmest thanks to Teachers in the thesis Grading Council have madecomments indicating the lacks and limitations of thesis, helping authors to betterunderstand the limitations to complete, which lead to be better for thesis

I would like to thank the leaders and officials and employees of the LavieVietnam to provide information, documents and cooperation in the process ofimplementation the Thesis, supporting to author data correctly for analysis,assessment, selection of topics

I would like to send my sincere thanks again to the Training Board,University, Teachers who directly involved in teaching were dedicated guidanceand training to help authors completed the course, gained the experience foryourself career as well as the way to apply these gained knowledge, experience tofuture

My sincere thanks!

TABLE AND CONTENT

ACKNOWLEDGEMENTS 1

INTRODUCTION 6

1 The subject’s importance 5

2 Research thesis purposes 6

3 The subject of the research thesis 6

4 Scope of the research thesis 6

5 Research thesis methods 6

6 Structure of the thesis 6

CHAPTER I 7

THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE DEVELOPMENT 7

1.1 The concept and role of Human Resource management 7

1.1.1 Human Resource 7

1.1.1.1 Concept 7

1.1.1.2 The roles of human resources 7

1.1.2 Human Resource management 8

1.1.2.1 The concept of human resource management 8

1.1.2.2 The role of human resource management 10

1.1.2.3 The goal of human resource management 12

1.1.2.4 Human resource management model 12

1.1.3 Training and human resource development 14

1.1.3.1.The concept of training and human resource development 14

1.1.3.2 The role of training and developing human resource 15

1.1.3.3 The objective of the training and developing human resources 16

I.1.3.4 Discrimination training and developing human resource 16

1.2 The form of training and developing human resource 17

1.2.1 According object 17

1.2.1.1 Training and developing employees 17

1.2.1.2 Training and developing managers 17

1.2.2 According location 17

1.2.2.1 Training and developing at enterprise 17

1.2.2.2 Training and developing outside enterprise 18

1.2.3 According organizing form 18

1.2.3.1 Direct training 18

1.2.3.2 Remote learning 19

1.2.3.3 Training over the Internet 19

1.3 The factors that affect the training and developing of human resources 19

1.3.1 Work Analysis 19

1.3.2 Evaluate the performance of the work 20

1.3.3 Recruitment of human resources 20

1.3.4 Perform training and developing human resource activities 21

1.3.4.1 Identify training and developing human resources needs 22

1.3.4.2 Identify training and developing human resource goals 23

1.3.4.3 Selection of trainees 23 1.3.4.4 Construction program and selection of training and developing human

1.3.4.5 Estimating cost of training and developing human resource 23

1.3.4.6 Selecting and training of teachers 24

1.3.4.7 Evaluating program and results of training and developing human resource 24

CHAPTER II 26

SITUATION OF TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE COMPANY IN VIETNAM 26

2.1 An overview of Lavie Vietnam 26

2.1.1 The process of formation and development of the company 26

2.1.1.1 Formation history Lavie Vietnam 26

2.1.1.2 Vision - Mission - Values 28

2.1.2 Organization Chart 29

2.1.3 Production and business results 32

2.1.3.1 Product Structure of Lavie Co.ltd 32

2.1.3.2 Revenue and profit over the years 33

2.1.4 Characteristics of the labor and human resource management activities of the company 34

2.1.5 Analysis and Forecast the key factors affecting the development of human resources of the company 35

2.1.5.1 Macro environmental factors 35

2.1.5.2 The factors outside the enterprise 43

2.1.5.3 The factors inside the enterprise 44

2.1.5.4 The employee factors 45

2.2 Current situation of training developing human resources in the Lavie Vietnam: 45 2.2.1 About the training 45

2.2.1.1 Training Manager 45

2.2.1.2 Training sales staff 49

2.2.1.3 Worker training 50

2.2.2 Evaluate the advantages and limitations exist in the training and developing human resources in the Lavie Vietnam 50

2.2.2.1 The advantages 50

2.2.2.2 Some restrictions and causes affecting performance of training and developing human resource of Vietnamese companies Lavie 52

2.2.3 Overview of current human resource of Lavie Vietnam 54

2.2.3.1 Number of employees 54

2.2.3.2 Labor quality: 56

2.3 Analyzing of situation of operation and development of the company's human resources Lavie 61

CHAPTER III 62

SOLUTIONS FOR FINISHING THE TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE 62

3.1 The general direction of training and developing human resource of the company in the next seven years (2013 to 2020) 62

3.1.1 Enhanced technology applications 63

3.1.2 Increasing dependence between global market 64

3.1.3 Expenses for employee welfare will increase 64

3.1.4 More flexible working environment 65

3.1.5 Demographic changes 65

3.2 Some solutions for improving the quality of training and developing activities at the Company 66

3.2.1 Orientation, forecasts, objectives, and requirements for training and developing human resource activities in Lavie 66

3.2.2 Tows matrix analyzing to find solutions for training and developing human resource for Lavie 68

3.2.3 Selecting solutions for training and developing human resource in Lavie in next 7 years (the period 2013 - 2020) 72

3.2.3.1 Focused training, more priority on direct labor team production with low qualifications 71

3.2.3.2 Networking, digitalizing, computerizing, upgrading management systems and production by modern software and machinery: 73

3.2.3.3 Increase investment in training and developing human resource and create favorable conditions for each staff member in the company is an important member to participate in the training and development 74

3.2.3.4 Attracting talent and having reasonable remuneration policy to encourage employees 75

3.2.3.5 Incorporates between outsourcing and internal promotion for the company's key human resources especially human resource management department 77

CONCLUSION 80

LIST OF TABLE 81

LIST OF CHART 81

REFERENCES 82

APPENDIX 83

1 The subject’s importance

In first years of the XXI century, the development of the world economy wassuffered from a series of impact of the new trends Which are typical trend ofdevelopment of scientific and technological revolution, specificallyinternationalization, globalization trend These trends have made the world'seconomic moving from confrontation to dialogue as well internationalizeproductive forces highly It also makes the business environment is increasinglyexpanding, the elements of the business environment increasingly drastic changes,opportunities and challenges of every business have never such advantages andrisks

Therefore, it creates extremely fierce competitive environment Thecompetition is now not only brands, machinery and modern equipment, advancedtechnology lines but also the human resources, which is reflected in the quantityand quality of human

Thoroughly understanding this, many managers did not stop making thesepolicies: recruitment policy, training policy, remuneration policy, bonus, welfarepolicies, and rewards to attract and retain maintenance to improve the quality ofhuman resources of their business In all policies, the training and developingactivities is seen as an active connection between the activities of human resourcemanagement to get good human resource

Lavie Vietnam is one of the large enterprises in the manufacturing sector ofthe country's mineral water To obtain such results, the Company has made quitewell management activities in which training activities are also paid attention Tothe company, in order to develop and constantly reach out to new positions in thefuture, human activities must be further improvement, including training activities

and human resource development So I choose: “Training and developing

human resources activities in Lavie Vietnam” as a subject Thesis for

graduation

2 Research thesis purposes

- To arrange system of the theoretical basis of training and developinghuman resource development

- Analysis of the current situation of training and developing human resourcedevelopment in Lavie Vietnam

- Provide solutions and recommendations to improve the training anddeveloping human resource in Lavie Vietnam

3 The subject of the research thesis

The training and human resource development in Lavie Vietnam

4 Scope of the research thesis

+ Period of time to analyze:

Training and developing human resource in Lavie Vietnam from 2009 to2011

- Statistical, analysis and synthesis methods

- Methods of sociological survey through questionnaires

6 Structure of the thesis

Chapter I: THE COMMON PRINCIPLES of TRAINING AND

Chapter II: SITUATION OF TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE COMPANY IN VIETNAM.

DEVELOPING HUMAN RESOURCES IN LAVIE.

CHAPTER I THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE

DEVELOPMENT 1.1 The concept and role of Human Resource management

Human Resource Management relates to two basic concepts:” Management”and “Human Resource” Management is the process of making the work iscompleted with high efficiency through others It requires collaboration betweenscience and art of leadership Businesses have the resources, including money,material, equipment and people needed to produce goods and services thatbusinesses put on the market Most of them develop procedures and regulations onthe supply of raw materials and equipment to ensure full supply them as needed.Also, the businesses have to pay attention to people management processes - animportant resource

1.1.1 Human Resource

1.1.1.1 Concept

Be understood as all human physical and mental capabilities of humanresources are employed in the process of productive labor It is also considered theworking power of labor - a most valuable resource in production of enterprises.Human resources of the business include all the employees working in thebusiness

1.1.1.2 The roles of human resources

- Human resources are a key factor for profit of business They also play arole as sources of creativity in organizations Only humans can create goods,services and checking the production process Although the equipment, assets,financial resources are the resources that the organization needs to have, but inwhich human resources are particularly important There are no people to workeffectively, the organization can not achieve the target

- Human resources is a strategic resource Technological factors, capital andraw material are reducing its role in the knowledge economy In addition, human

factors knowledge is increasingly important position because of their creativeness,dynamism.

- Human resources are endless resources for development of social in generaland business in particular If properly exploit this resource, it will create morewealth for society, to satisfy the increasing needs of the people

1.1.2 Human Resource management

1.1.2.1 The concept of human resource management

Human resources management concept is presented in a variety of differentangles:

- At the organizational level the labor process: "Human ResourceManagement is a field monitor, guide adjustment, check the metabolism (energy,nerves, muscles) between people with material elements of nature (work tools,objects of labor, energy, etc.) in the process of renovation of material and spiritualwealth to satisfy the needs of people and society in order to maintain, protectionand development of human potential

Human Resource Management including planning, organizing, commanding,coordinating and controlling the activities related to attracting, using anddeveloping of employees in the organization

Deeply understanding: Managing human resources is the recruitment, use,maintenance and development as well as providing facilities for employees inorganizations

In summary, human resources management can be define on both narrowand broad meaning Narrow definition of human resource management is themanagement do specific things such as: Career, commentary, assignments, wagesettlement, fostering and assessing the quality of staff members to abide by theobjectives and plans of the organization

From the perspective of management, exploitation and management ofhuman resources value of human-centric and application management and

exploitation activities to address the interaction between the work, between thepeople and between people and organizations.

In summary, the general concept of human resource management isunderstood as follows: "Human Resource Management is activities which toenhance the effectiveness of individual contributions to the goals of theorganization while at the same time trying to achieve social goals and personalgoals "

Point of view based on the following 4 aspects:

(i) Human aspect: Human Resource Management is the management of

people within an organization, so the enterprise has to pay more attention tohuman interests in the process of implementation of their objectives Moreover, tomanage their managers need to be very understanding of people, must respectthem as well as encourage positive ability, initiative, and creativity latent in everyhuman member Doing it well mean that the social and new businesses can besuccessful and rapid development

(ii) Management aspect: Management is a combination of conscious

activity to carry out the purposes and objectives of the organization throughindividual effort Management consists of the following activities: planning,organizing, commanding, coordinating and testing Human resource management

is the responsibility of all managers in the organization Human resourcesmanagement units have to consult and serve for all managers in the unit so thatthey can better manage the employees in his department

(iii) System aspect: the enterprise is complex and opening, in which each

individual parts and modules and elements have a close and intimate relationshiptogether to make their purposes Only one element that is not working properly,the whole business will be affected Therefore, in addition to knowing the division

of labor in a balanced and reasonable for each individual and each department,managers have to know how to organize and create good working conditions for

their conduct production business, as well as caring appropriately and harmony totheir interests in the process of existence and development of enterprises.

On a positive proactive aspect: in addition to creating and maintaining apositive way, the efforts of each individual and department within an organization,human resource management must be seen as yet, the challenge, as well asproblems that affect humans and the results of their labor, so that the preparationand precautions in order to increase the contribution of a more active and positive

of all people before the challenge appears

In general, the business will have the human resources managementdepartment This department mainly build mode, make the consultation documentand the specific regulations related to human resources management Enterprise incharge of human resources is one of the main parts of the General Manager which

is responsible for serving the industry attached below, however, it does not havethe authority to order lower-level employees must receive for task

1.1.2.2 The role of human resource management

Any business that when conducting business activities also must be met thesetwo factors, it's human and material resources In which human resources playsuch a crucial role to the survival and development of enterprises

Firstly, due to the increasingly fierce competition in the market so

businesses want to survive and development required improving their organization

in the direction of reduced compact, dynamic, within which human factors are keyones

People with their skills, knowledge, use tools to impact on the objects tocreate products and goods for society This process is organized and controlled byhumans People design and production of goods and services, quality inspection,bring products to sell on the market, distribution of financial resources, identifycommon strategies and goals for the organization There are no people to workeffectively, each organization can not achieve its goals

Secondly, Managers are forced to find the way to manage their organization

to adapt in the progress of science and technology along with the development ofeconomic Therefore, the implementation of the content planning, recruitment,maintenance, development, training, motivation and creating favorable conditionsfor the people through the organization, in order to achieve predeterminedobjectives top concern

Thirdly, human resource management research helps managers achieve this

goal, the results through others A manager can complete planning, constructorganization chart clearly, have an accurate modern inspection systems, etc., butthe manager can still fail if he does not know how to recruit a suitable people forhis object, or does not know how to encourage employees to work To Manageeffectively, managers need to know how to work and get along with others, how

to entice people to work for themselves

Fourthly, human resource management research helps managers learn to

deal with others, know how to find a common language and more sensitive to theneeds of employees, know how to evaluate them accurately, how to attractpassionate of employees to work, avoiding mistakes in the recruitment, how tocoordinate the implementation of the organization's objectives and goals ofindividuals, improve the efficiency of organization and can gradually put humanstrategies become an integral part of the business strategy of the enterprise,contributing to improving the quality and effectiveness of the organization

In summary, human resource management plays a central role in the

process of manufacturing operations general business of enterprises, helpenterprises to survive, grow and go up in the competition Central role stems fromthe role of human beings: human elements of enterprises; human themselvesoperating the business and deciding the success or failure of the organization.Because of the important of human resource, human resource management is anarea important in every business

1.1.2.3 The goal of human resource management

The goal of human resource management is to attract, develop and maintain

a work force in accordance with the requirements of an organization, which madethe general objectives of the organization Human resource management towards

an effective human resources work, qualities, abilities, capabilities relevant totheir assigned work location and MNG for employee satisfaction and createloyalty of employees to the organization, which helps organizations achieve theirgoals

Thus, the ultimate goal of human resource management is the common goal

of the organization Human factor directly perform all activities of anorganization, every decision leading to the success or failure of that organization,thus creating and building human resources finally directed to an organizationachieve successful and achieve its goals or not

1.1.2.4 Human resource management model

The model below shows the components of human resource managementand the impact of these components for the workers, for the organization as well

as the competitive advantage of the business

Human resource management processes include the work is done beforerecruiting, recruiting and after recruiting Before recruiting, organizations need toplan human resources and job analysis "Human Resource Planning is a process ofimplementing plans and programs to ensure that the organizations will have theright number of people are arranged to the right place, at the right time and place."Thus, in the planning of human resources managers will have to forecastdemand and the ability to perform labor in enterprises which are based on theoverall strategy of the business, from human resources policy that outlines(payroll

or hire more employees) After planning of human resources, managers willconduct job analysis Job Analysis is the process given the characteristics of thejob, working conditions and the skills, qualities and qualifications required forcandidates

Recruitment process includes recruitment and selection Recruitment is toattract potential candidates for certain positions, and selection is to select the bestfrom the potential candidates.

After recruitment, the most suitable candidate will become an officialmember of the company They are trained and have the opportunity to develop, beremunerated, and evaluate Company also apply the program to improve laborproductivity of the employees In fact the purpose of this step is to stimulateemployees to work better Training and development are to enhance the capacity

of employees Employee performance evaluation is to help assess the quality oftheir work, thereby promoting their strengths and limit weaknesses Remuneration

is usually the primary motivation of the employees, so it stimulates employees towork most effectively Remuneration, including salary and benefits, programs tohelp improve the working efficiency is the program in which attitudes to work andthe rewards are tied to each other The reward can be a sum of money, a raise orjob satisfaction Employees are motivated will work better, be train and haveopportunities for advancement This process will continue because that positionneed new person

Human resource management process is highly dependent on environmentalfactors such as compliance with the law, relations with trade unions, health andsafety issues These factors can be done well, the new labor assured work anddedication to the organization Besides global integration trend has been affectinghuman resource management in aspects such as employees need to have thelanguage skills, knowledge of foreign culture as well as understanding dynamic onforeign markets

Chart 1: Model of Human Resource Management

el of Human Resource Management

Source: Translated from Laurencen S.Kleiman / University of Tennessee at

Chattanooga (1997),Human resource management – A tool for competitive advantage, West

1.1.3 Training and human resource development

1.1.3.1.The concept of training and human resource development

Training and developing human resource are all working to improve thequality of human resources in an organization, including the provision of

Human resource management

improve work efficiency

The labor laws

Union

Health & safety issues

International influences

Capacity Motivation Attitude to work

Revenue The rate of employees in the

organization.

Compliance with the law.

Pictures of Company

Low cost The difference

of the product

Impact on the employee

Impact on the organization

Competitive advantage

knowledge, skills and training to build professional quality for employees, helpingthem do their job well both now and in the future.

1.1.3.2 The role of training and developing human resource.

For employees, training and developing to help employees work more

efficiently, while providing for the satisfaction of needs of advancement andsuccess Training and capacity developing of employees, thus help them to workbetter and become more professional because they have new way of looking andthinking In addition, developing human resource is to increase the adaptability ofworkers for the transformation of work in the future, enabling them to expandtheir vision and bring confidence, satisfaction, and to help them to great leaps inthe career ladder

For enterprises, training and developing have the following roles:

(i) Training and developing contribute to the overall objectives of the

business It is an integral part of human resource management activities, so it is

contributing to the goals of the business It also contribute to find out the qualifiedperson in accordance with assigned work, so the work is done in a more efficient,higher labor productivity and helping enterprises to achieve their goals, createsuccess in the business

(ii) Training and developing create the conditions for businesses to apply

advances in scientific, engineering and production management Staffs are trained

and qualified higher capacity will be easy to acquire and apply new andinnovative technologies into their work and improve the efficiency of businessoperations

(iii) Training and developing create the initiative to adapt to business needs

and changes in the future, help businesses survive and stand the increasingly fierce competitive conditions Therefore, training and developing increase the

stability and dynamics of enterprises, help them to quickly master the changes inthe development process

(iv) Training and developing create competitive advantage for business.

Human resources has always been a leading competitive factors in the business, ithelps developing the skills of employees, thereby increasing productivity andquality Therefore, it brings strong human resources, which bring competitiveadvantage for business in the market

For society, training and developing human resource help society with high

quality human resources, good citizens, and promoting cooperation anddevelopment in society Being trained and developed Human resource will be thequalities necessary capacity to meet the job requirements in terms of competitionand integration At the same time they will bring those qualities so the hard workand efficiency In addition, they will work better, so businesses operate moreefficiently, so that they strengthen the relationship to work together, promotingcooperation and development in the whole society

1.1.3.3 The objective of the training and developing human resources

The objective of the training and development of human resources is toenable employees to acquire the knowledge, learn new skills and change attitudes

or behavior to suit the work, to help them do the job more effectively to helpbusinesses exploit the maximum of its human resources Since then the businesscan achieve its objectives

I.1.3.4 Discrimination training and developing human resource

Training and developing are providing knowledge, training, skills andprofessional qualities for employees However, the training emphasizes training inthe present and focuses on the current works, and developing focused on works inthe future, to help workers prepare the knowledge, skills and substances inaccordance with the new jobs, new positions and positions in the future Thus,Training is short-term, immediate, but developing is long-term and associatedwith long-term strategy of the business Training only meets current requirements,but developing meets the needs promotion and increase adaptability of workersfor the transformation of work in the future

1.2 The form of training and developing human resource

1.2.1 According object

1.2.1.1 Training and developing employees

Training and developing employees is to provide the knowledge, skills andquality training for professional employees, help them improve their skills andgain the skills, qualities suitable for the job, meet the job requirements both nowand in the future

1.2.1.2 Training and developing managers

Training and developing managers is to provide for the current or futuremanager knowledge, skills and qualities of a manager such as decisiveness,market acumen, skills of negotiation, persuasion, decision-making skills This isparticular form for the manager or the staff who will undertake the managerposition, so this form is a special case of training and developing employee

1.2.2 According location

1.2.2.1 Training and developing at enterprise

Training and developing at enterprise is to train and develop at the enterprise

It includes initial training and training in the work process

Initial training happens when workers just entering the business, they're newand not really integrate into the new environment This process helps newemployees on professional integration and integration into the workingenvironment of the enterprise Professionally, new employees will be given theopportunity to try and reveal all its strengths, their full capacity and knowledge ofourselves At the same time, new employees will also reveal weaknesses, whichmake them do not rest themselves and integrate with other staffs due to the needfor help In work environment, the new employee will be introduced to the person

in charge and his staffs, and then the person in charge will direct guidance staff,introduced to staff on business, through which new employees can quicklybecome familiar with the job and work environment in the enterprise

Training in work process is done when a need supplementary knowledge andskills for staff capacity building to be able to do a better job This training isusually done on the basis of the guider or the skilled staff who will mentor andtrain weaker person.

Training and developing at enterprise has the advantage that additionalknowledge is timely, rapid response requirements of the job, the organizationalform flexible, and cost savings due to the training is in business However,because the training is usually instantaneous nature to meet the currentrequirements of the job to lack of systems, facilities and learning conditions isincomplete, making it difficult for staff in school and to acquire knowledge

1.2.2.2 Training and developing outside enterprise

Training and developing outside enterprise is not done at the enterprise,which is done in another organization outside the enterprise These organizationscan be universities or centers of teaching knowledge and skills in foreignlanguages The purpose of this form of training can help workers improve theirskills and abilities, help employees career redirection or because businesses want

to prepare human resources for future development

This form has the advantages of a systematic and comprehensive range,bringing a new approach to employee, helping them have a favorable learningconditions focus However, the drawback of this form is the high cost, trainingpeople separate job, so training may not be close to training purposes andrequirements of the job, manager hard to make sure regular control of employeelearning

1.2.3 According organizing form

1.2.3.1 Direct training

In the form of direct training, the training will lead directly to the employeebased on the purpose, content and job requirements Teachers and learners willjointly meet to carry out the teaching The advantage of this method is that thelearner can meet and talk with faculty on issues related to work, the study was

conducted with the purpose and clear system However, the drawback of thismethod is that the remote training center may not participate in a training programand trainees may be dynamic and depends on the knowledge, the ability to teach.

1.2.3.3 Training over the Internet

Training over the Intern is a form of training in which lectures and trainingprograms are available on the Internet and then learners will download theprogram right for them to learn This form gives students actively both in terms oftime as well as the content and curriculum, training costs are not expensive, so this

is a very common form is applied today However, with this form of trainingeffectiveness completely depends on the learner's self-discipline and willpower, so

in some cases it may not achieve the desired

1.3 The factors that affect the training and developing of human

resources.

1.3.1 Work Analysis

Work analysis is the process of gathering information about the job in systemway It is conducted to determine the tasks within the scope of it, they are theskills, abilities, and responsibilities required to effectively do the job

Work analysis orient to process of identifies the needs of training and plantraining programs This process is expressed through three main tools:

- A work description

- The requirements of the work

- The standard of the work

Through analysis the new person in charge of the training may find thedemands of the work for the employee? Since then new training programs arebuilt to employees to help them do the job better Work analysis is the factors thatimpact a lot on training in the business at the present time and the future This isthe process discovered the demands of the job to be able to deliver training tomeet the needs arising from work as well as to adapt to the changing businessenvironment

1.3.2 Evaluate the performance of the work

Evaluate the performance of the work is a measure of job performance, can

be quantified by the score, list of events or to compare the work of eachindividuals

Evaluate the performance of the work to help persons in charge of thetraining to assess gaps in the work of the employees so that he can identify whatskills and knowledge to provide to employees and supply effective trainingmethods

As this process done well, manager able to determine exactly what to train toemployee and select training methods, training plans Thus, Evaluate theperformance of the work involve and directly affect the training

1.3.3 Recruitment of human resources

Recruitment is a process of attracting, researching, selecting and deciding toget an individual into a position of the organization

When workers are employed in the organization, with some positions we cantrain them in guide method to help them familiar with the new environment of theorganization This is the orientation sessions to help employee quick access towork and create efficiency, reduce their surprise at first We can also conducttraining process to help workers get the business to do a good job

Training helps organizations reduce labor costs by creating efficient work.However, the qualities of newly recruited staff have direct influence on the

training If the quality of staff recruited well, they are able to meet the demand ofwork, it is not necessary to carried out train The only thing should be done isorganize orienting sessions to get them familiar with work that they can performwell Conversely, if the quality of new employee is not well, employer will have

to conduct a lot of training to them in tune with the job

Thus, the quality of employee recruited has a direct impact on the work ofprevious training and advanced training programs for fostering future of thebusiness

In addition to the above factors, there are many other factors affecting thetraining and development of human resources in each organization:

- The human factor: People are objects directly generate revenue for profitbusinesses as well as the subject of training Learning attitude of each individual

in the learning process is an important factor determining the quality of teaching

of each training course in particular and the general curriculum

- The managerial factors such as: objectives, business strategy of businessstrongly impact on training and developing human resource It is not always thatbusiness expansion or change production strategies, business Objectives as well

as the future direction of the organization have set out the requirements of thework for businesses in the future And to meet the requirements business shouldtake into account the training of new skills for workers

- The factor content of the training and human resource development: Theseare factors of intrinsic nature of the training and development of human resources

If the work is built scientifically and there have a team of employees who perform

or evaluate training results then surely this will work effectively

1.3.4 Perform training and developing human resource activities

The order of construction training and developing human resource includingthe steps:

1.3.4.1 Identify training and developing human resources needs

The first and immediate thing to do in training and developing humanresources is clearly identified training and developing needs The needs that mayarise when businesses hire new employees, training will help employees integratework and work environment of the enterprise; or they also arise when businessesneed to add knowledge and skills for staff to respond to changes and newrequirements of the job "Identify training and development needs is to determinewhen, which part, what skills to train, what type of work and how many people"

To identify training and developing needs, businesses should to make theanalysis: business analysis, operational analysis and analysis staff

Business analysis is the process analyzes business strategies and humanresources plans of the enterprises Business strategies of enterprises in each periodshow business goals in each period This goal sets the required knowledge andskills for workers in different times, so it plays a decision position to training anddeveloping needs of the organization

Staffing plan of the organization shows the change in the structure of labor asthe number of new labor recruitment, job transfer rate, number of employeesretired, long-term absence, labor discipline, accident which helps managersunderstand the current labor situation of the enterprise to identify training anddeveloping needs in the present as well as the training and development needs toprepare for the positions will be available in the future

Operational analysis is to analyze the knowledge, skills and qualitiesrequired of the employee to perform the work assigned, thereby identify trainingand developing needs

Staff analysis is to analyze the knowledge, skills and qualities of employees,analyze whether they lack the qualities and skills to be able to promptlysupplement, to meet the requirements of the work Analysis staff also includesanalysis of the aspirations of employees to help them meet their training anddeveloping needs Needs of the employees contribute to the organization's

activities and affect the needs of the entire organization So analyze the needs andaspirations of employees is to help managers identify training and developmentneeds of the organization

1.3.4.2 Identify training and developing human resource goals

The next step after identifying the needs is to identify the training anddeveloping goals Business has to answer the question: "What Training anddeveloping for," which outlines the specific objectives of the training anddeveloping the training and developing goals include the expected knowledgeand skills that employees can be achieved after the training process, the number oftrainees and how long the training is Training and developing goals associatedwith the overall goals and development strategy of the organization

1.3.4.3 Selection of trainees

Selections of trainees are specifically selected for training and development.Through the analysis of employees, enterprises will identify a particularemployees should be trained to meet the job requirements both now and in thefuture

1.3.4.4 Construction program and selection of training and developing human resource methods

Building training program is to build the system of lectures, subject needed

to train and develop the missing skills Different methods of training anddeveloping are based on training programs and occupational characteristics of theemployees If the employee training are crafty or technical related jobs, thecommonly used method of training or job training; against managers have

different methods such as business games situation analysis, behavioral model.

1.3.4.5 Estimating cost of training and developing human resource

Estimating cost of training and developing human resource is a veryimportant step in the process of implementation of training and developing humanresource, because it determines the selection of the training methods and theselection of teachers Enterprises need to weigh the advantages and disadvantages

of each method of training in relation to the cost of all process to make the rightdecision.

1.3.4.6 Selecting and training of teachers

Enterprises can select the teachers from their employee, also those are not.Often the first one is less costly than the other, but the training will be close to thejob requirements However the second choice is more academic and systematic.The teacher training is often applied to self enterprises teacher, so the lack ofdidactic and skills in teaching

1.3.4.7 Evaluating program and results of training and developing human resource

After implementation of the program of training and development,assessment is an indispensable work because it helps the enterprise know whethercurriculum can achieve the desired results and objectives or not This processpoint out for the business achievements, but also shows the weak aspects forenterprises to learn from experience and overcome in the curriculum created later.Evaluating training results include evaluation of students' academic performanceand evaluate the application of the knowledge and skills learned in theimplementation of the work of the students

Evaluating the learning outcomes of students is to evaluate what studentshave gained after training It help enterprises estimate the knowledge andexperience that employees have learned However, it only reflects the appearance

of training results, because the results only when the employees actually apply theknowledge and practical experience on the job The actual work situation wasevaluated by criteria such as labor productivity, work attitude, quality of work,efficiency machinery

The methods of evaluating learning outcomes of students includeinterviewing, testing, report writing thematic form, the handling situations.Evaluate the performance of students after training consists of three basic methodswhich are the performance evaluation after training; performance evaluation

before and after training; performance evaluation before and after training withthe control group.

Evaluate performance after training is a method of assessment wasconducted after the employee has been trained According to this method, if theemployee's work performance can be improved, as it is through the process oftraining However, the attitude of them can also change due to other causes andnot due to offer training courses So this method is often exaggerated the benefitsthat this training brings

Performance evaluation before and after training is method in whichemployees are evaluated before training, after training process, they will beevaluated again in an objective way

Meanwhile, the achievement and attitude of the staff will be compared to seethe difference Unlike the first method, this methods gives employees noticed thechange in attitude of them

The third one is the evaluation method in which the two groups are set upand evaluated based on past work Two groups were set up including the controlgroup and the experimental group The members of the control group still do thejob but are not under process of training

On the other hand the experimental group will go through the trainingprocess When the training ended, the two groups will be evaluated again, if thetraining is really effective, the performance of the experimental group will beimproved and the performance of the experimental group will result higherachievement of the control group

CHAPTER II SITUATION OF TRAINING AND DEVELOPING HUMAN RESOURCES

IN LAVIE COMPANY IN VIETNAM 2.1 An overview of Lavie Vietnam

2.1.1 The process of formation and development of the company

2.1.1.1 Formation history Lavie Vietnam

Lavie venture company was formed by investment partnership of Long AnFood Company and the Company Franco Asiatique Holdings Pte (CFAH)according investment license number 423/GP on 30/09/1992 with a total initialinvestment of $ 5,600,000, capital of $ 2,000,000 of which the country accountsfor 35% of the shares, foreign accounting for 65% of the shares In October / 1993Perier Vittel Group-a group of the world's leading mineral water Company hasequity participation CFAH with the level of contribution is 51% of the shares ofthe Company CFAH For Vietnamese partners, on 04/04/1996 General TradingCompany of Long An Province Long An was nominated to position of FoodCompany under the investment license number 423/GPDC2 Lavie Venturecompany officially changed the name into Co Lavie on 17/07/2007 under number

501 022 000 040 investment certificate by the People's Committee of Long AnProvince-level Co Lavie is the cooperation between the company and generalTrading group Long an Province and Nestle Waters

La Vie Co officially put into operation on 01 May 07, 1994 with an initialcapacity of 15 million liters / year Investment each year is be considered by thegrowth of manufacturing and trading company Current capacity is three timesincrease compared with the initial capacity, there are two kinds of mineral waterproduction line From the beginning of modern automated equipment with aclosed process technology from production of bottles, bottle caps packaging understrict quality supervision of Neslte Waters, a member of the Nestle Group, alongwith good market access and exploit The products of the company are leader inthe field of products and bottled water and which is the only one product has sales

network across the country Now, the company is providing the products called'natural mineral water La Vie'' in the Vietnam market.

Co., Ltd La Vie is the first beverage company in Vietnam granted certificate

of international standard ISO 9002 and continuously for 14 years (1997 - 2011) LaVie was voted by consumers' 'high Quality Vietnamese Goods' In particular, for 8consecutive years (2001-2008), La Vie is considered the best and award winning'Golden Dragon' by the Economic Times in conjunction with the Ministry ofPlanning and Investment

La Vie Co., whose office is located in Long An and three branches operate in

Ho Chi Minh City, Hung Yen and Hanoi The company operates under theadministration of the board, including general manager and deputy generalmanager of the Company From its inception, the company was interested in thedevelopment of local human resources, the company has nearly 272 staffmembers, but only two foreigners is CEO and plant manager The key staff areuniversity graduates and be nominated to France to attend training under theguidance of experts of Nestlé Waters Corporation The Company also appliestraining in place or sends employee to training courses in the country to improvethe skills of officials and employees of the Company

A crucial element leading to the success of La Vie is a clever combination ofprofessional qualifications in the field of international mineral of Nestlé WatersCorporation with the intelligence and diligence of the basic training Vietnamese incompany to a sufficient level, access to new technologies as well as takes on theimportant position

Important historical landmarks of La Vie:

1992: Establishment of Joint Venture mineral La Vie in Long An

1993: Nestle Water is a major investment for a 65% stake

1994: La Vie first launched product markets 0.5L and 1.5L.

1999: La Vie launched 5G bottles for home and office

1999: La Vie achieved ISO 9001 certification, the first company in the field

of beverage achieve this certification

2002: The factory in Hung Yen official manufacturer La Vie provides

market the Northern of Vietnam

2005: Innovation switch from the square bottle to round bottle use to this day 2008: Investing in small bottles and bottles of 19L line with the most modern

technology for the plant in Long An

2009: Achieving ISO 22000 certification, ISO 14001 and OHSAS 18001 2010: Investing in small bottles and bottles of 19L line to the factory in Hung

Yen

2011: Start a new line Krones for Hung Yen plants (20 000 bottles / hour,

project investment PET line for Long An (48000 bottles / hour) and extendedstorage

2.1.1.2 Vision - Mission - Values

Vision:

Maintaining and promoting La Vie become the number one bottled watercompany in Vietnam (On production and sales) with the resulting high qualityproducts benefit the company

Mission:

- Developing and investing in key personnel

- Investing in system / process (ERP, RMA, etc.), re-set ways of working toimprove productivity

- Investing in brand and product innovation

- Focus on quality

- Improving safety behavior in all areas of the company

- Continuous improvement in order of priority everywhere

Values

- All for customers: Lavie commits to focus on serving customers andconsumers Customers will feel very satisfied with our quality and service We

anticipate the future needs of our customers and are always prepared to meet thoseneeds.

- Commitment to quality: There is no compromise on quality La Vieproducts always have higher quality than the competitors

Continuous improvement: We always have the ambition to continuallyimprove the performance measurement indicators, methods and work efficiency ofemployees

- Human resources La Vie make a difference: We want to retain, develop andrecruit the staff who always have the passion, ambition and progressive La Vieemployees have high-performance along with extensive knowledge of the softdrinks industry

- Integrity, honesty and dedication: We are open and fair with employees andbusiness partners We respect different views We are committed to the job andthe company

- Proud of the company: We are convinced and proud to work for food andbeverage best companies in the world as well as Vietnam

2.1.2 Organization Chart

Chart 2 Organization Chart Company La Vie

Source: Department of Human Resources of Lavie

- General Director: Representing for foreign partners, general operating

business operations, responsible for the efficient production of the company'sbusiness

- Deputy General Director: Representing for the Vietnamese partner in

the joint venture, besides Deputy General Director responsible for the relationshipbetween joint venture with the local government and the executive management

activities quality throughout the company.

- Factory Director: Being responsible for managing production activities

as well as development projects in both the Long An and Hung Yen Director ofthe factory Long An (in fact Factory Director is concurrently this position) and

General Director

Deputy GeneralDirector

Finance Director

Marketing Director

Factory Director

Human Resouce Director

Sale Director in South

Director of Supplying

Chief Accountant

Director

of IT

Director of Long An Factory

Director of Hung Yen Factory

Expert of Human Resouce in LA, HCM,

HN, HY

Small bottle Sale Director

19L bottle Sale Director

Sale Director in North

Small bottle Sale Director South

19L bottle Sale Director

Hung Yen carry out the management of production activities in the factory underthe management of the factory Director.

- Long An Factory: is responsible for the production and supply of

products to the market Southern of Vietnam from Hue

- Hung Yen Factory: is responsible for the production and supply of

products to the market Northern of Vietnam from Quang Tri

- Company Marketing Department: is responsible for marketing, trade

promotion for the country, both North and South markets Marketing department

is responsible for development and implementation of strategic marketing plans topromote the sale of products to ensure the business plan of the company

- Sale department is divided into two domains with two parts: Sales

small bottle of Southern and Northern parts sell large bottles of South and North.Northern sales division is responsible for promoting the consumption of factoryproducts by Hung Yen, sales to Northern market from Quang Tri In the North,there are small bottles and a big bottle selling parts, small bottle selling part hastask of organizing the consumption of small-sized products (products with acapacity of 350ml bottles; 500ml; 1 , 5L; 5L), the other, large bottle selling part isresponsible for organizing large-sized consumer products (product type cylinders19L or 5 gallon bottles)

- Department of Purchasing and Supplying: is responsible for organizing

the search for suppliers of materials, equipment, machinery, planning for buyingand providing sufficiently and timely to ensure progress of production Andorganizing to transporting products to the place of consumption, fully meet therequirements of the volume of goods as required by the sales department

Forecasting, supply planning and product consumption are responsible bythe plant, supply room, the sales department work closely together to build Salesdepartment is often to predict the volume of products sold in certain phases as themonth and year, on the basis that the supply room planning production and supply

of products to the market

- Financial accounting Department: is responsible for financial

consulting to the management to achieve the highest business performancethrough their financial plan Also it is responsible for coordinatingimplementation, inspection and control of business operations of the companythrough the financial criteria to ensure the business objectives set

- Department of Human Resources: is responsible for issues such as

recruitment sure to provide enough high-quality human resources to effectivelyserve production and business activities of the company Make sure the salary,bonuses and social modes such as social insurance, health insurance, etc ofemployee are met satisfactorily

- IT Department: is responsible for ensuring the effective operation of

information technology systems, data connectivity

Target market of La Vie

La Vie natural mineral water is for refreshments, and focus on the income market, development of industrial life in urban areas, industrial zonesacross the country La Vie bottled product types 350ml, 500ml, 1.5L, 5L and 5G(19L) in which two strategic product lines are 500ml and 5G

high 5G products are divided as follow:

+ Commercial clients market: businesses, companies, factories, industrialzones, offices, headquarters which buy in mass quantity

+ Residential market: the families

Current 5G products are distributed mainly in Hanoi, Hai Phong, Ha Long,Hai Duong, Ho Chi Minh City, Can Tho, Vung Tau, Bien Hoa and surroundingareas

2.1.3 Production and business results

2.1.3.1 Product Structure of Lavie Co.ltd

La Vie bottled natural mineral water are being the major products which areclassified into two groups: small size products with the bottled product types350ml, 500ml, 750ml Premium, 1.5L and big bottled products product with 5L

and 19L vessels In which the two products account for a high proportion of500ml and 19L.

Analyzing the structure of small-sized bottles and large bottles, the data ismeasured in liters of bottled products, small size accounts for 46% of output, andlarge size bottles account for 54%

Analysis of the proportion of each product, with data calculated in liters, 19Lproducts (5gallons) accounted for 49.4% of output and 500ml products accountedfor 28.7% These are the two main products in the product portfolio of La Vie.The remaining products turn 350ml accounted for 8.0%, 1.5L accounted for 8.4%,and 5L accounted for 4.4%, the kid-350 ml 0.5% and 0.3% premium 750ml

2.1.3.2 Revenue and profit over the years

Table 1: Summary of revenue and profit

2.1.4 Characteristics of the labor and human resource management activities of the company

Human resource management activities , in order to find and develop humanresources company often have training and recruiting programs to improve theefficiency of the company ability to work and have the opportunity to developthat ability A work environment has a lot of pressure due to the productivecompany A working environment which makes the Vietnamese culture Lavieown working style, how to deal with the job, with colleagues, managers andclients

So every employee is not only responsible for their own company branchthat also is the face of global companies, each of their actions will hurt or beautybrand

Lavie's work environment is considered good among many enterprises’ inVietnam is due to the following reasons

- The management teams are qualified, competent and proficient in the job

- The facilities are work conductivity: offices and modern equipmentssupport staff

- Logical Salary: salary is quite high, for the ASM in addition to the fixedsalary is 4.5 million VND / month, an additional bonus plan, exceeding the plan inaccordance with the company and charges other damage to the lowest level of1,500,000 VND / month, also for managers, starting salary is 6,000,000 VND /month

- Training and skills development: in addition to the functions of thecompany as described in part 1 of section 1, the company also has a room oftraining and developing employee skills to promote available capacity, improveand better suited to each specific tool

- Knowing how to promote creativity in employees: in addition tosupporting, the company encourages employees to promote creativity, the

company also organizes research activities in order to exploit the capabilities of

the employees

- Take care of the spiritual life: often organize excursions, vacation and train

a sociable and friendly environment

Human resource management activities play a very important role in the

operation of the company A company that works well is the company engaged in

human resource management good In opposite side, it is never effective for the

company even if the company has a good source of other advantages such as

special quality of the product and the brand

2.1.5 Analysis and Forecast the key factors affecting the development of

human resources of the company

2.1.5.1 Macro environmental factors

2.1.5.1.1 Economic environment

Economic growth rate:

Table 2: Growth rate of GDP in the period 2002-2011

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011GDP Growth (%) 7.1 7.3 7.8 8.4 8.2 8.5 6.3 5.3 6.8 5.9

Source: World Bank

Chart 3 : The growth rate of GDP of Vietnam during the period 2002 - 2011

According the data, the economic growth of Vietnam from 2002 to now is

quite high This is a positive factor for the business activity in the economy of

Vietnam in general and La Vie in particular Growth rate of GDP growth has

pulled the growth rate of GDP per capita also increased:

Table 3: GDP per capita in 2002-2011

Unit: USD / person / year

Source: World Bank

Chart 4. GDP per capita in 2002-2011

From the above data shows GDP per capita is relatively increase, steadily

over the years since 2002 Vietnam has overcome the low-income threshold and

achieve at the stage of low average income This is a benefit for the economy in

general as well as manufacturing enterprises La Vie in particular

Increasing consumer:

Economic growth rate and per capita income affects the consumption of

goods in general and bottled water products in particular, including La Vie in

particular When economic growth, income people are higher, material life isguaranteed, the need to improve nutrition, demand for food safety, includingbottled drinking water also increases.

Vietnam achieved a relatively high GDP growth for many years, howeverinflation is high and erratic, control is poor In 2011, inflation index is at 18.7%.This is a major difficulty for the production, rising input value while people limitconsumption because of the expensive

Along with high inflation and erratic, bank interest rates also unpredictablefluctuations, especially in 2011 and early 2012, interest on bank loans at very highrates, sometimes up to 25% / year This inhibits the production of goods, and ofcourse, has a major impact on the economy Production decline as people'sincomes decline and ultimately consumers decline, it is direct production decline.Vietnam integrating into international economic:

When Vietnam joins the world trade organization WTO, Vietnam will cutimport tax in accordance with the route as WTO commitments Specifically, about36% of tax lines in the tariff to cut import tax rates compared to the current.Cutting route is last about 5-7 years The most cutting sectors are textiles,fisheries, manufacturing and machinery, automobiles and auto parts, foodprocessing

Along with reducing tariffs under WTO commitments, Vietnam continues to make the commitment to regional tariff reductions under the FTA As these commitments are very radical cuts, down to 0-5% This will have a significant impact on domestic production if no corrective measures for partner countries have advantages in manufacturing and exporting The tariff reductions under the FTA within the framework

of AFTA time not have much impact on domestic production due to the fact that ASEAN trade accounted for only 25-27% of the total value of import and turnover thus ensuring that the only to be exempt from the new tax accounts for 10% of total imports from ASEAN However, the when AFTA extended to China, South Korea, the effects will become evident

When the Vietnam involved more deeply into the world economy, on the onehand to create favorable conditions for domestic companies expand, access toadvanced technology, improve management, on the other hand, it also createscompetitive pressure for domestic companies It also forces these companies toregulate activity, lower cost products to adapt to the new situation.

2.1.5.1.2 Political environment, legal and policy

- The stable political situation of Vietnam ensures order and security,political and law stability are crucial to economic jobs, income development forworkers increasing the consumption need of the society This is also a positiveimpact in creating and implementing strategies of enterprises in Vietnam ingeneral, including La Vie

- In the trend of integration into the regional and world economy, Congressenacted and continues to complete the Commercial Law, Business Law,Investment Law, Tax Law to speed up the process economic reform inVietnam

- The State has implemented policies to encourage all economic sectors,enterprises take business any fields which the law allows This leads to strongercompetition in the market, which requires businesses to survive and develop, theymust constantly improve their competitiveness, more efficient operation

- It can be said that bottled water in general and bottled natural mineral water

in particular is one of the essential products in people's everyday lives, ensuringclean drinking water needs of the classes of people in society

- Legally binding for the production of bottled natural mineral water mainlyrelated to food safety and protection of natural resources and the protection ofconsumers' interests This is also the problem that La Vie in many years has veryseriously considered as the long-term strategy

2.1.5.1.3 Cultural Environment

Culture of Vietnam is a unified national culture on the basis of multi-ethniccultural nuances is presented in three main characteristics:

The first characteristic: Vietnam has a rich and diversity culture in allaspects, the Vietnamese community with 54 ethnic groups have the right and goodcustoms for a long time There are many festivals and community meaning,religious beliefs in sustainable, tolerance in different ideological doctrines ofreligion, thoroughly and metaphorical language in communication to convey fromtraditional to modern literature and art.

The second characteristic: The structural differences in terrain, climate andethnic distribution, the population has created the cultural area has its owncharacteristics in Vietnam From the cradle of Vietnamese culture in the RedRiver Delta of Viet mainstream culture villages and wet rice civilization, to thecultural nuances of ethnic minorities in the Northwest and Northeast From theland border Vietnam's telecommunications building in the North Central to blendwith Cham of Cham culture in South Central From the new lands in the Southwith a combination of ethnic culture, Khmer to the diversity of cultural and ethnicgroups in the Central Highlands

The third characteristic: With a history of thousands of years of Englishalong with the convergence of the back of other peoples, from the local culture ofthe ancient Vietnamese from Hong Bang to the external influences for thousands

of years With influences from ancient China and Southeast Asia to the influence

of France since the 19th century, the West in the 20th century and 21st centuryglobalization Vietnam has made a change in culture in the period of history, thereare aspects losses but there are other cultural aspects added to the culture ofmodern Vietnam

Currently Vietnamese culture retains the inherent richness, however, there isalternating with the new awareness, modern and parts imported from outsidewhich are interfering strongly

The interference of culture provides cultural opportunities and challengesboth for social and the economy Goods manufacturing industries, including LaVie are also given itself the opportunity